Intensified Competition Necessitated Change As a small franchisor of “pack, copy, ship” stores, “Mail and More” found itself in a newly intensive competitive environment Corporate giants--Fed Ex and UPS had entered their space through acquisitions Franchisees were concerned about the ongoing health of the concept--and new franchisees were increasingly difficult to find and convince Mail and More enlisted storyminers help to revamp their brand around the customer experience Expediency dictated that we find a way to reach out simultaneously to potential franchisees, employees, and customers

As a small franchisor of “pack, copy, ship” stores, “Mail and More” found itself in a newly intensive competitive environment

Corporate giants--Fed Ex and UPS had entered their space through acquisitions

Franchisees were concerned about the ongoing health of the concept--and new franchisees were increasingly difficult to find and convince

Mail and More enlisted storyminers help to revamp their brand around the customer experience

Expediency dictated that we find a way to reach out simultaneously to potential franchisees, employees, and customers

Assessing the Situation Storyminers dug in--visiting stores, interviewing franchisees and customers, scoping the competition We found little to differentiate Mail and More. The stores were cluttered and uninviting. Franchisees and their employees had no central theme to rally around. Even the name was confusing! “ What’s the ‘more’”?

We found little to differentiate Mail and More. The stores were cluttered and uninviting. Franchisees and their employees had no central theme to rally around. Even the name was confusing!

“ What’s the ‘more’”?

Finding Meaningful Differentiation We started with the customer . . . We realized that the Soho market was comprised largely of “Fifty and Fired” former corporate employees, unused to going it alone without an elaborate support structure to meet practical, everyday needs But their needs transcended business support--newly isolated, they craved social connections that would be meaningful to their work We set out to create a brand grounded in the type of customer experience that people would notice and rave about to others

We started with the customer . . .

We realized that the Soho market was comprised largely of “Fifty and Fired” former corporate employees, unused to going it alone without an elaborate support structure to meet practical, everyday needs

But their needs transcended business support--newly isolated, they craved social connections that would be meaningful to their work

We set out to create a brand grounded in the type of customer experience that people would notice and rave about to others

Developing the Brand The company’s brand needed to reflect the entrepreneurial spirit and courage of these small business men and women. It needed to trigger an emotional connection that FedEx/Kinkos and UPS could not Research--and a healthy dose of “gut feel” led us to SOHO HERO

The company’s brand needed to reflect the entrepreneurial spirit and courage of these small business men and women. It needed to trigger an emotional connection that FedEx/Kinkos and UPS could not

Research--and a healthy dose of “gut feel” led us to SOHO HERO

The Reason for Being With initial branding decisions made, SOHO HERO needed to create a crystal clear Reason for Being--a statement, focused in customer needs, that clarified their purpose and got everyone in the organization aligned to a single intent

With initial branding decisions made, SOHO HERO needed to create a crystal clear Reason for Being--a statement, focused in customer needs, that clarified their purpose and got everyone in the organization aligned to a single intent

Focusing on Details To design a compelling customer experience, storyminers detailed each experience “segment, and within each segment each “encounter

To design a compelling customer experience, storyminers detailed each experience “segment, and within each segment each “encounter

Focusing on Details As a tool for the multiple teams tracking these segments and encounters, we developed an Experience Grid™. The Experience Grid™ saved time, reduced incompatibilities from different teams, and provided a single source for the clear vision of what the experience design should be like.

As a tool for the multiple teams tracking these segments and encounters, we developed an Experience Grid™. The Experience Grid™ saved time, reduced incompatibilities from different teams, and provided a single source for the clear vision of what the experience design should be like.

Designing the Experience Carefully examined, we could see the moments of illumination -- and those of disappointment--for the customers. We could see how well-meaning but confused employees detracted from the experience, and became frustrated themselves. And how store design actually interfered with efficiency and customer satisfaction. We drafted a detailed new design for the experience flow, then illustrated our recommendations to make them easy for franchisees to identify benefits for themselves

Carefully examined, we could see the moments of illumination -- and those of disappointment--for the customers. We could see how well-meaning but confused employees detracted from the experience, and became frustrated themselves. And how store design actually interfered with efficiency and customer satisfaction.

We drafted a detailed new design for the experience flow, then illustrated our recommendations to make them easy for franchisees to identify benefits for themselves

Designing the Experience We identified opportunities to improve both customer-facing elements of the experience and back-room operations on which these experiences relied

We identified opportunities to improve both customer-facing elements of the experience and back-room operations on which these experiences relied

Designing the Experience We subjected each potential improvement to validation to weigh its potential value vs. risk. From this evaluation, we were able to focus SOHO HERO on a combination of steps with both short and long term payoff. Encounter A B C N Complexity 2 3 1 Cost 2 3 1 Impact 1 1 1 Risk 3 2 2

We subjected each potential improvement to validation to weigh its potential value vs. risk. From this evaluation, we were able to focus SOHO HERO on a combination of steps with both short and long term payoff.

Encounter A B C N

Complexity 2 3 1

Cost 2 3 1

Impact 1 1 1

Risk 3 2 2

Recommendations Our final recommendations spanned store design, internal and external communications, and new product/service offerings consistent with the desired experience.

Our final recommendations spanned store design, internal and external communications, and new product/service offerings consistent with the desired experience.

Before and After Implementation before before after after

Story Matters A video, web site, and other communications connected emotionally with potential customers

A video, web site, and other communications connected emotionally with potential customers

Building on Fundamentals Even a new product extension--closely tied to SOHO HERO’s brand identity and Reason for Being

Even a new product extension--closely tied to SOHO HERO’s brand identity and Reason for Being

Results that Tell the Story Same store sales have increased 10-30% Closing time for new franchisees decreased from over 6 to under 3 months New stores break even in half the time “ Jessica’s Story” cited as key to recruiting females with corporate experience Brand platform and experience design work sparked successful new Meeting Room concept

Same store sales have increased 10-30%

Closing time for new franchisees decreased from over 6 to under 3 months

Cyberoam Resources – Cyberoam

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